I-64 Widening and Route 623 Interchange Improvements

Transcription

1 Copy 1 of 10 R e s p o n s e to Request for Qualificat i o n s I-64 Widening and Route 623 Interchange Improvements A Design-Build Project Goochland County and Henrico County, Virginia State Project No.: , P101, C501, B610-B614, B617, B616, D601-D606 Federal Project No.: NH-064-2(150) Contract ID Number: C DB55 Submitted To: Submitted By: In Association With:

2 3.2 Letter of Submitta l

3 November 15, 2012 Mr. Stephen D. Kindy, P.E. Alternate Project Delivery Office Virginia Department of Transportation 1401 East Broad Street Annex Building, 8 th Floor Richmond, Virginia RE: I-64 Widening and Route 623 Interchange Improvements From 0.99 Miles West Of Route 623 (WB-Route 622, EB-Route 623) To 0.38 Miles West Route 271 (Pouncey Tract Road) in Short Pump Goochland County and Henrico County, Virginia. Contract ID Number C DB55 Letter of Submittal 3.2 Dear Mr. Kindy: Shirley Contracting Company, LLC (Shirley), as the Offeror, is pleased to submit to the Virginia Department of Transportation (VDOT) our Letter of Submittal in response to your Request for Qualifications for the I-64 Widening and Route 623 Interchange Improvements Design-Build Project (the Project). For this pursuit, we have assembled a Team with unparalleled experience and expertise in the industry to assure VDOT that the Project will exceed all expectations. The full legal name and address of the Offeror is as follows: Shirley Contracting Company, LLC 8435 Backlick Road Lorton, Virginia Our Point of Contact for this Project will be: Mr. Garry A. Palleschi Vice President Shirley Contracting Company, LLC 8435 Backlick Road Lorton, Virginia (P) (F) gpalleschi@shirleycontracting.com The Principal Officer for this Project will be: Mr. Michael E. Post President/CEO Shirley Contracting Company, LLC 8435 Backlick Road Lorton, Virginia (P) (F) mpost@shirleycontracting.com Shirley Contracting Company, LLC, a limited liability company, will be the legal entity, will have financial responsibility for the Project and will have joint and several liability for the performance of the work. There are no liability limitations. Our bonding approach will be to provide performance and payment bonds for the total contract value and time period. The Lead Contractor for the Project will be Shirley Contracting Company, LLC and the Lead Designer will be Dewberry Consultants LLC (formerly Dewberry & Davis LLC). The full names and addresses of all affiliated and/or subsidiary companies of the Offeror are provided in Attachment Backlick Road, Lorton VA Phone: (703) Fax: (703)

4 Signed Certification Regarding Debarment Forms for Primary and Lower Tiered Covered Transactions are included as an attachment. Shirley Contracting Company, LLC is currently Prequalified (active status) with VDOT. Our Vendor Number is S018. A screen shot print out from VDOT s on-line Prequalified List is attached. Also attached is a letter from our surety that provides evidence that we are capable of obtaining a performance and payment bond for the current estimated contract value, and that these bonds will cover the Project and any warranty periods. Virginia State Corporation Commission (SCC) and Virginia Department of Professional and Occupational Regulations (DPOR) registration information for all business entities on the Offeror s team are included in Attachment Full size copies of registrations and licenses are provided in the appendix to this Statement of Qualifications. Finally, I am providing the following statement demonstrating our commitment to the project s DBE goals: I personally commit to VDOT that the Shirley Team will achieve a DBE Participation goal of 10% for the entire value of the contract: Michael E. Post President/CEO Shirley Contracting Company, LLC On behalf of our Team, we thank the Virginia Department of Transportation for the opportunity to submit this SOQ to the Request for Qualifications and we look forward to your review of our submittal. Sincerely, Michael E. Post President/CEO Shirley Contracting Company, LLC Attachments: SCC Registrations DPOR Registrations Evidence of Prequalification Surety Letter 8435 Backlick Road, Lorton VA Phone: (703) Fax: (703)

5 3.3 Offeror s Team Structure

6 3.3 Offerors Team Structure 3.3 Offerors Team Structure INTRODUCTION Shirley Contracting Company, LLC (Shirley) has the experience and personnel to effectively manage all of the design-build elements of the I-64 Widening and Route 623 Interchange Improvements Project (the Project). Shirley is committing Team Members and Key Personnel to the Project that have been responsible for managing more than $500 million of design-build roadway and bridge projects in Virginia including the Route 28 Corridor Improvements Project, Dulles Greenway Capital Improvements Project, Fort Lee Roundabout, Battlefield Parkway, and Pacific Boulevard Design-Build Projects. On each of these projects, Shirley was the Lead Contractor and Dewberry Consultants LLC (formerly Dewberry & Davis LLC) was the Lead Designer. Further, each of these design-build projects have been, or will be, completed on or ahead of schedule, at a fixed price, and without a single claim or other outstanding issue. Moreover, because our Team members and Key Personnel have worked together on these critical design-build projects for over 10 years now, we have developed close working relationships with each other. Having a thorough understanding of each other s abilities allows us to efficiently manage each discipline and reduces project risk KEY PERSONNEL Information for the following Key Personnel are included as Attachment Key Personnel Resume Forms. Design-Build Project Manager: Charles (Chuck) Smith Shirley Contracting Company, LLC Quality Assurance Manager (QAM): Kenneth Shirley, PE EBA Engineering, Inc. Design Manager: Steve Kuntz, PE, DBIA Dewberry Consultants LLC Construction Manager: Tony Jefferys Shirley Contracting Company, LLC As the resumes indicate, each of the individuals we have selected for the Key Personnel roles have extensive experience in the design, construction, and administration of VDOT design-build projects, as well as significant overall design and construction expertise. Because design-build projects require a higher level of coordination and integration among the various disciplines, it is crucial that the Key Personnel of the design-build team have an extended history of working together and a clear understanding of how all the project disciplines interact. In addition to the design, construction and quality assurance/quality control aspects of a design-build project, a successful team must also integrate the right-of-way, utility, permitting, safety, third-party coordination, and public relations disciplines into a single, cohesive project. To that end, the Shirley Team is also committing two additional key managers to the Project who will each play a significant role in our ability to complete the work ahead of schedule, under budget, and in a safe, quality manner with minimal resource requirements from VDOT. These additional key managers include: Right-of-Way Manager - A critical service that our Team brings to the Project is our in-house capability 3

7 3.3 Offerors Team Structure of managing the acquisition of rights-of-way and easements needed to clear the project for construction. While most other firms must bring in outside consultants for right-of-way acquisition management, Shirley offers this service and expertise in-house, eliminating any potential rights-of-way inefficiencies on the Project. If the Project needs dictate changing the acquisition order, having ROW services in-house allows us to react quickly, to maintain the goals and schedule for the Project, and to more closely coordinate among the design, utility, permitting and construction disciplines. Our Right-of-Way Manager Seth Bourne, will be involved throughout the design stage, providing feedback and recommendations regarding minimizing property impacts. As the Project progresses and easements or right-of-way are needed, Seth will manage our VDOT prequalified consultants to complete the appraisals, appraisal reviews, title reports, offers, negotiations, certificates, and settlements. We are aware that at this conceptual phase of project development that no right-of-way is anticipated to be needed for the project and VDOT has indicated they believe this to be the case based on the conceptual plans included in the RFQ Information package. While we also do not anticipate the need for right-of-way for the project, in the event an easement or other right-of-way is required as a result of the final design process, our team has the in-house resources available to respond immediately and not cause a delay to the project. Utility Manager - A design-build project as important as the I-64 Widening and Route 623 Interchange Improvements Project cannot be successful without effectively managing the associated utility impacts. Shirley is in an excellent position to expedite this work because of our experience and knowledge of the existing utilities and the potential for impacts. Our Utility Manager, Todd Kief has managed the utility relocations for nearly $500 million in design-build construction in Virginia over the last 10 years through his work on the Route 28 Corridor Improvements, Dulles Greenway Capital Improvements, Fort Lee Roundabout, Battlefield Parkway and Pacific Boulevard Projects. More importantly, his relationship with the individual utility owners will be a significant benefit. Todd's design-build experience has enabled him to cultivate close relationships with the representatives of over 25 public and private utilities, including many of the known utilities located in the vicinity of the I-64 Widening and Route 623 Interchange Improvements Project. Todd will be tasked with overseeing all aspects of the utility coordination process on the Project, starting with accurately identifying the existing utilities impacted and making contact with each utility owner. Our first priority is to review these utilities with the Design and Construction Teams to create a solution that avoids the utilities altogether. If avoidance is not possible, we will look at design alternatives that minimize utility relocations. If relocation is required, we will meet with each utility owner to review the impacts, determine prior rights and cost responsibility, and obtain relocation designs and cost estimates. The relocations will then be coordinated with the acquisition of right-of-way, permit approval, and construction schedule. We will then manage the utility relocation construction activities to conclusion, including coordinating with the construction activities in the field and tracking and updating the CPM schedule to ensure that the relocation work proceeds on schedule. The keys to successfully managing utility relocations on the I-64 Widening and Route 623 Interchange Improvements Project will be first, to have a Team that has performed this function on time and on 4

8 3.3 Offerors Team Structure budget on previous design-build projects, and second, to have a Team in place with established, positive relationships with the involved utility companies. Our Team excels in both of these criteria ORGANIZATIONAL CHART The Shirley Team s Organizational Chart for the Project is described narratively and graphically below. The chain of command is depicted on the chart by solid lines, which represent the primary reporting relationships, and by dashed lines, which represent communication relationships, between the major project disciplines and participants. Major Project Disciplines include: VDOT: As the Owner, VDOT will maintain oversight responsibility for all aspects of the Project to ensure compliance with the Contract Documents and to take final acceptance when complete. We anticipate that VDOT will also want to be the primary liaison between certain outside third-party stakeholders and the Project Team. *Design-Build Project Manager (Charles Chuck Smith): This Key Personnel position on our Team is tasked with full and complete authority over all aspects of the Shirley Team s responsibilities. In 5

9 3.3 Offerors Team Structure addition to being the primary point of contact with VDOT after award of the Project, the Design-Build Project Manager (D-B PM) has ultimate responsibility for Contract management and to coordinate and integrate the various project disciplines successfully, including design, construction, quality control, rightof-way, utilities, and safety. The D-B PM will also serve as the primary support to VDOT s efforts to communicate with certain third-party stakeholders, and at VDOT s discretion, can take the lead effort in communicating and coordinating with these third parties. Mr. Smith as the Design-Build Project Manager has managed a significant number of Shirley Contracting Company s most challenging design-build projects. He brings over 24 years of experience to the Design-Build Project Manager role and has delivered each of his design-build projects on time and budget. *Design Manager (Steve Kuntz, PE, DBIA): Reporting to the D-B PM, this Key Personnel position has overall responsibility for management of all aspects of the design process, including roadway, structural, hydraulic, permitting, traffic, and geotechnical. In addition, the Design Manager will establish and oversee the Design QA/QC program. Of vital importance is the Design Manager s role in integrating the various design disciplines with the Construction, Right-of-Way, Utility, and Safety elements. Mr. Kuntz is an experienced Design Manager with 14 years of experience. He has been the Design Manager on multiple design-build projects where Dewberry and Shirley have teamed together and also the Design Manager on significant interchange and widening projects for VDOT such as the Linton Hall Interchange and the I-66 Widening. Design QA (Timothy Belcher, PE): This position will report directly to the Design Manager to lead the Design QA efforts and will not be involved in the design production or QC efforts for the Project. Following completion of the Design QC reviews and prior to submission to the Department, this individual will complete a QA review of each design document. Design QC: For each design discipline the Design Manager will assign a qualified independent QC reviewer, who is not involved in the production of the design document, to complete a detailed QC review to ensure technical accuracy and conformance with the contract requirements. Right-of-Way Manager (Seth Bourne): Reporting to the D-B PM, the Right-of-Way (ROW) Manager will manage the process to acquire all right-of-way and easements if needed to construct the Project. Reporting to the ROW Manager will be the VDOT Prequalified sub-consultants performing appraisals, appraisal reviews, title reports, offers, negotiations, and settlements. The ROW Manager will facilitate communication with the affected landowners and will at all times maintain the status of the process for VDOT. The ROW Manager will coordinate closely with the Design, Utility, and Construction disciplines. Utility Manager (Todd Kief): The Utility Manager plays a vital role in achieving completion of the Project on time and within budget. Reporting to the D-B PM, the Utility Manager will actively coordinate existing and proposed utilities with the Design, Right-of-Way, Safety, and Construction Managers and disciplines. He will serve as the liaison with each individual utility company to ensure that utilities are integrated into the Project. Working with the design team, the Utility Manager s first priority is to avoid relocations. If not possible, the focus will be to minimize these relocations to the greatest extent practical. When relocations are unavoidable, he will ensure that they are coordinated with construction and completed within schedule. 6

10 3.3 Offerors Team Structure Mr. Kief brings extensive experience to the Utility Manager role having managed the utility relocations on over $500 million in design-build for the Shirley team in Virginia. Todd s relationships with numerous utility companies in the area are one of the major reasons he is able to ensure utility relocations are properly managed. Safety Manager (Randy Reale): Reporting to the D-B PM, the Safety Manager will review the plans and all field activities to provide a safe environment for VDOT, the construction workers, and the traveling public. The Safety Manager will train and inform those engaged on the Project of specific safety hazards and will enforce all aspects of applicable industry safety standards, Shirley s Corporate Safety Policy and the Project s Health, Safety and Welfare Plan. Working closely with the Construction Manager, the Safety Manager will monitor the field activities and crews and has full and complete authority to halt or suspend any activity not in compliance with the applicable safety standards. Mr. Reale s extensive safety training and experience will be utilized to ensure the Shirley team will deliver a safe project for everyone involved in the construction of the project as well as the traveling public. *Construction Manager (Tony Jefferys): Reporting to the D-B PM, this Key Personnel position has the responsibility to manage all aspects of project construction and the Quality Control process. Prior to construction commencing, the Construction Manager will facilitate all constructability reviews for each aspect of the design, work closely with the Utility Manager to plan for necessary relocations, and coordinate with the Right-of-Way Manager to prioritize and schedule the acquisition process if required for the project. During construction, he will be on site at all times, and will maintain the project schedule, coordinate with the QC Manager, Project Manager, and Superintendent to ensure all construction materials and activities are in accordance with the Contract Documents. Additionally, the Construction Manager will communicate with the Design Manager to arrange for design engineer s review of construction activities through the witness and hold points. *Quality Assurance Manager (Kenneth Shirley, PE): In this Key Personnel role, the Quality Assurance Manager (QAM) reports directly to the D-B PM and is completely independent from the construction operations and QC inspections. The QAM has full responsibility for assuring that the Project is in compliance with the Contract Documents, manages all aspects of the QA program, and will direct the QA inspections by the QA inspector and independent QA testing technicians from Engineering & Testing Services, Inc. This position is unique in that the QAM has the autonomy to report findings directly to VDOT in addition to the D-B PM, and if the work is not in compliance with the Contract Documents, he has the authority to unilaterally halt or suspend the work and the responsibility to assure corrective action is taken before the work is accepted and certified for payment. *Denotes Key Personnel 7

11 3.4 Experience of the Offeror s Team

12 3.4 Experience of Offerors Team 3.4 Experience of Offerors Team Please see Attachment for the Lead Contractor and Lead Designer Work History Forms.

13 3.5 Project Risk

14 3.5 Project Risks 3.5 Project Risks INTRODUCTION Addressing Project Risk is a fundamental part of any design-build project. Design-build projects by their very nature will have elements of risk which the Project team must identify and address to make the Project a success. The Shirley Team, with more than 10 years of experience on VDOT design-build projects, takes a very proactive approach when dealing with project risks. Our successful approach on past projects has reduced risks to VDOT, resulting in lower than anticipated project costs, and saved VDOT critical dollars. As a result of our approach to project risk and our ability to address these risks, the Shirley Team completed all of our design-build projects on-time and on-budget. The following section addresses what our Team has identified as the three most critical project risks to the I-64 Widening and Route 623 Interchange Improvements Project. We have described why each risk is critical, what steps our Team will take to mitigate each, and what VDOT s role will be related to each risk. CRITICAL RISK #1 Modifications to Existing Drainage & Potential Property Impacts: The Project consists of approximately 4.5 miles of widening of I-64 from four to six lanes. While the widening occurs in the median of the existing roadway and within existing right-of-way, the design must be carefully designed and constructed to avoid impacts to offsite properties since the Categorical Exclusion (CE) was approved under the assumption that all work was within existing right-of-way. Impacts to offsite properties associated with temporary culvert extensions, pipe relocations, ditch grading, and stormwater management improvements must be avoided during final design in an effort to avoid modifications to the CE and potential delays associated with added public input, agency review, and property acquisition. This up-front understanding of the limits of the environmental document will partially dictate how we complete final design. Based on the preliminary design provided with the RFP documents, there are several culverts draining to open channels in the median. Following construction of the pavement widening, these channels will need to be eliminated, and the pipes connected. Due to the increased culvert length, and the potential for additional bend losses in the system, the ultimate drainage system could increase the backwater condition adjacent to and upstream of the culvert/system which could require the acquisition of additional easements or regrading of the inflow ditches to avoid flooding concerns. To avoid the off-site impact concerns for this element, our Team will analyze each crossing to determine which ones will be adequate for extension and connection when the widening is completed. We understand the time impacts with revising the CE and will not introduce conditions which would require a modification. Crossings which are not adequate for extension and connection will be plugged and abandoned, replaced, or drainage divides will be adjusted so that culverts receive only the flow which can be adequately accommodated. A second risk associated with the existing drainage facilities is the condition of the existing pipes and the ability to reuse them in the proposed design. The inability to reuse the existing pipes could introduce several concerns. First, if the existing pipes are not adequate based on condition or capacity, a new 8

15 3.5 Project Risks crossing would need to be installed. Since new pipes would need to be located in slightly different locations that the existing pipes (for maintenance of drainage purposes during construction), headwalls and end sections may need to be located in areas where existing right-of-way or easements are not adequate, and drainage ditches may need to be regraded to tie to the new pipe entrance location. Based on the limits of existing right-of-way, our Team does not expect this to be a concern, and new pipes should not require additional right-of-way or easements. The second concern related to pipe adequacy is with the installation of new pipes across the existing roadway. Installation of new pipes could introduce significant additional maintenance of traffic impacts as necessary to open cut and install the new pipes. To avoid these concerns, our Team will investigate different ways to install proposed cross pipes, including jack and bore methods where adequate cover exists above the proposed facility, or open cut installation where travel lanes can be shifted to maintain the required number of lanes at all times while the cross pipes are installed in phases. Our Team has significant experience in these types of installations, having recently completed several box culvert and large pipe culvert phased installations on I-66 in Gainesville, Virginia, as well as several deep jack and bore crossings of the same facility. The phased installation of cross culverts will be completed in coordination with the pavement widening, so that travel lanes can be shifted partially onto the new pavement to allow for installation of pipes under the existing pavement. Temporary pavement widening will be kept to a minimum, and located such that temporary construction easements are not required from adjacent properties. Finally, this project will need to be analyzed for stormwater management needs and potential impacts to the Little Tuckahoe Creek floodplain limits. With respect to stormwater management needs, we will analyze the project to understand what Best Management Practices (BMPs) are required. We understand that since this project held the Public Meeting prior to October 1, 2012 and the RFP was posted prior to October 1, 2012, Location and Design Instructional and Informational Memorandum (IIM) will be followed to address the stormwater management requirements. Dewberry will follow the requirements of the VDOT Stormwater Management Program Advisory (SWPA) through for final design of stormwater management elements of the project. We will identify stormwater management strategies and enhancements so that additional off-site easements or additional right-of-way are not required. This can be completed through design of grass swales or other narrow and minimal designs which are linear in nature and don t require excavation of a large area which is typical for stormwater management basin construction. With respect to the crossing of the Little Tuckahoe Creek floodplain, our Team will investigate the existing floodplain and develop models since it is a FEMA Zone A floodplain. Our Team will develop an existing model of the floodplain, and use it to compare to the model developed for the proposed condition to ensure that no increase to the floodplain elevation is introduced. HEC-RAS modeling software will be utilized for both models, and we will follow VDOT s no rise policy which implies that no rise has a 0.05 to 0.1 tolerance depending on adjacent impacts. To avoid impacts to the floodplain as a result of the roadway and bridge improvements, construction features such as channel grading modifications will be investigated to ensure that a rise in the floodplain is not introduced and off-site easements are not required. We are confident all elements of this project can be completed within the existing right-of-way and there 9

16 3.5 Project Risks will be no need for a modification to the CE document. Our Team s experience working on Interstate projects including significant drainage replacements and improvements provides the experience needed to properly identify project risks associated with drainage improvements, as well as how to implement the changes during construction. This experience is what makes our Team confident that all drainage improvements can be constructed with minimal impacts to the travelling public. Throughout the design process, VDOT s role will be to identify critical areas and help our Team better understand prior commitments with respect to environmental impacts and areas of required avoidance. We will also look to VDOT to provide any inspection information relative to the existing drainage facilities (if they exist) so we can better determine if existing structures are in a condition adequate for reuse. We will also work with VDOT to review inspection results for existing drainage facilities, and discuss the results to determine if reuse of the pipes is acceptable or if replacement will be required. CRITICAL RISK #2 Modifications to Existing Bridges and Reuse of Existing Bridge Components: The preliminary bridge plans and the Stage I bridge reports included in the RFQ Information Package indicate that the recommendation for this project is to completely replace the existing superstructure of the two bridges and widen the bridges to accommodate an additional lane of traffic in each direction. The bridge plans and reports also indicate that the girders, presently simple spans, be made continuous over the piers. Finally, the reports indicate the piers will need to be strengthened to meet the AASHTO LRFD design criteria requirements. Information provided and available indicates that the existing bridges were constructed in approximately 1967 (finals were posted January 1968) and consist of three simple, steel-rolled beam spans supported on cast-in-place concrete abutments on steel piles and multicolumn piers on spread footings. The risk associated with the modifications to the bridges and the use of LRFD design criteria is that both the live and dead loads may be significantly greater than the capacity of the piers. The fact that the spans become continuous at the piers will most likely increase the unfactored reactions at the piers by approximately 10%. This increase, when coupled with the effects of using the LRFD design criteria, may show that the existing piers do not have sufficient capacity and require modifications, such as strengthening of the cap, columns, and footings. Strengthening of these elements can be completed in several manners, depending on the area which requires strengthening: If the cap does not have the capacity for the new loading, but the columns and footings have sufficient capacity, then the most effective way to achieve the required capacity is to demolish the existing pier cap(s) and construct new caps with the necessary capacity. If the analysis shows that the columns do not have sufficient capacity, the strengthening will depend on whether the deficiency is flexure (bending) or shear, and where on the column the deficiency occurs (top, bottom, middle). If it is flexure at the footing, the most likely solution would be to excavate to the footing, drill into the footing to install additional reinforcing steel and cast a larger column around the existing column. If it is shear, a similar solution as identified above could be one option, while another option could be to apply a carbon fiber wrap to the 10

17 3.5 Project Risks columns and coat it with shotcrete. If the analysis shows that the caps and the columns have sufficient capacity, but the footing does not have sufficient bearing capacity for the new design loads, the only solution would be to enlarge the footing or completely replace it. Enlarging the footing could consist of drilling and dowelling into the existing footing in order to tie the new footing concrete into the existing so that they would act as a composite unit. Another option to enlarging the existing footing could be to demolish enough of the existing footing to allow new reinforcing steel to be lapped to the existing and then enlarge the existing footing to the dimensions required. Based upon previous experience with rehabilitation of similar bridges constructed around the same time as the bridges for this project, it is highly likely that the caps and the columns will be adequate for the increased loads, but the footings are generally the item that does not have capacity. Strengthening of the footing is also the most invasive as the modification would require excavation within the channel of the creek (possibly requiring cofferdams, dewatering, etc.). To minimize the impacts associated with this risk, our Team will endeavor to develop a methodology to reduce the loads on the existing piers in order to avoid the need to make significant modifications. Since the dead load reaction is generally the largest load on the pier, the use of lightweight concrete has the potential to reduce this load to acceptable levels. Another option is to modify the location of the girders to better distribute the loads more uniformly to the pier columns. We will also investigate the effects of incorporating the new pier columns into the existing pier (rather than have the discontinuity shown in the RFQ plans) to see if the additional columns added to the design model would have a positive effect on the loads carried by each of the existing columns. Modification of the existing pier elements (particularly the columns and footings) would become the last resort, and will only be used if all other options prove inadequate to address the loads resulting from making the girders continuous and following the LRFD design criteria. Throughout the design process, our Team will make VDOT aware of the progress of the bridge analysis and design. Depending on if deficiencies in the existing bridge are identified, and where they are located, we will make VDOT aware of the preliminary investigations and results. An additional alternative not mentioned above would be the complete replacement of the existing bridges. Given the age of the existing bridges, this could be a beneficial option to the Department depending on the level of improvements and amount of retrofitting required through the analysis process identified above. Our Team also has significant experience with this potential option having recently designed and constructed replacement bridges on I-66 and numerous other primary facilities. Complete bridge replacement would provide a completely new bridge as opposed to a new deck on a 45-year old substructure. This option would be discussed with the Department during design and analysis of the bridges, and would only be selected after close coordination and approval by VDOT. VDOT s role with respect to this risk will be through the plan review process and during the ongoing communication prior to formal submissions when preliminary analysis results are available and identified. Selection of the final improvement methods will be discussed with VDOT, and final details 11

18 3.5 Project Risks of the bridge rehabilitation will need to be reviewed and accepted by VDOT prior to final design and construction. CRITICAL RISK #3 Maintenance of Safety and Mobility during Construction: I-64 is a crucial east-west artery for commuters, commerce, and tourists traveling to and from Richmond and the I-95 corridor, carrying 48,000 vehicles per day. The combination of high traffic volumes and high travel speeds increases the importance of implementing a proper traffic operations plan and maintaining a safe work zone. Negative impacts resulting from improper implementation range from causing unnecessary delays to motorists to driver frustration to accidents involving the public and construction personnel. Our Team recognizes the importance of this risk, and is well prepared to design and implement a maintenance of traffic (MOT) system focused on maximizing both safety and mobility throughout construction. One concern with interstate widenings is the speed differential between thru traffic and construction traffic entering the travel lanes. The high speeds of interstate traffic combined with lower speeds and acceleration of heavy construction vehicles can combine for significant speed differentials on the interstate. For this I-64 project, we can incorporate construction acceleration lanes on the existing shoulder to help provide adequate acceleration room for construction vehicles before they re-enter the travel lanes. These acceleration areas will be provided by offsetting the temporary barrier to the back of the existing shoulder. Construction vehicles can then use this area to increase their speeds prior to merging into the travel lane. Signage will be installed so motorists are aware of the construction acceleration and access location, and barrels and other devices can be installed when the area is not in use, such as during overnight periods. Widening construction can be sequenced so that the location of the acceleration lanes is adjusted during construction, utilizing area of permanent widening while the original acceleration lane areas are removed and reconstructed. A second risk associated with widening of a roadway is introduced by the placement of the temporary traffic barrier required to protect motorists from the work zone and to protect construction workers from the adjacent traffic. Installation of barrier introduces a hazard due to the minimal offset from the travel lane, and at the run-on location at the end of the barrier. To mitigate these risks, our Team will develop a temporary traffic control plan which provides the maximum offset to the face of the barrier as is possible. In most cases this will be a 2 lateral offset, but providing openings in the barrier for acceleration areas as identified above will also provide increased distance to the face of barrier for the travelling public in the construction acceleration areas. To reduce the hazards introduced at the run-on end of the barrier, our Team will work closely between design and construction staff to identify areas where the barrier can be transitioned away from the travel lanes, reducing the locations where impacts could occur. We will do this by identifying areas where construction access is required. Where construction access is required, impact attenuators will be identified based on the design speed of the roadway and the width of construction opening required. Where possible, the barrier will be tapered away from the travel lanes to provide additional offset while still maintaining an entrance location for construction vehicles. The best option for run-on barrier conditions will be to transition the run-on end of the barrier away from traffic and out of the clear zone so that a hazard is not introduced immediately 12

19 3.5 Project Risks adjacent to the travel lanes. We will aim to implement this type of barrier placement at as many locations as possible, while maintaining adequate access to the site for construction vehicles. A third element which impacts maintenance of traffic is the strength of the existing shoulder pavement section. In order to place barrier on the edge of the roadway to facilitate removal of the shoulder and widening of the travel lanes, traffic may need to be shifted to the opposite shoulder, which is the outside shoulder in the case of the I-64 improvements. Depending on the thickness and material section of the existing shoulder, temporary pavement strengthening or build-up may be necessary prior to shifting barrier and placing temporary barrier. The risk associated with this element is in properly identifying the shoulder section up front, planning for the placement, and properly implementing the operation to improve the shoulder. Our Team has significant experience with this exact type of work, having recently completed it on I-66, I-95 and on other primary and limited access facilities. To mitigate this risk, our Team will first investigate the existing pavement section through as-built information and pavement cores. Loading on the pavement will be determined based on traffic volumes and construction duration, and if needed a pavement improvement or strengthening will be identified. Based on our experience, temporary build-up of shoulders can be quickly completed during night time activities, where the existing shoulder is milled and stone removed to a specified depth, and immediately replaced with a thickened asphalt section during the same night time activity. This can be done through a temporary lane closure in off-peak and/or night time hours without significant impacts to the travelling public. Critical to this operation is proper implementation of shoulder and lane closure devices, proper advance signage, and work zone lighting. Each of these elements will be identified and detailed by our Team prior to implementation in the field if temporary pavement improvements are necessary. In addition to the risk of barrier placement and construction interaction with public motorists identified above, additional maintenance of traffic risks may also be introduced from the drainage and bridge risks identified above. If new drainage cross pipes or culverts need to be installed, they will either need to be installed via jack and bore methods, or through phased installation. Phased installation will require additional traffic shifts to maintain the required number of lanes adjacent to the pipe installation area. These traffic shifts may require placement of temporary pavement, and temporary shoring may be required adjacent to the travel lanes depending on the depth of the pipe trench and pipe crossing. Any temporary lane shifts will be coordinated during design so that adequate temporary pavement widths are identified and so that proper taper rates and lengths are identified in the plans. As is our practice on all projects, the full transition length (length = width of shift x speed of facility, or L=WxS) will be identified in the plans as opposed to a reduced construction length which is sometimes identified for construction zones. Using the full transition length will help to maintain travel speeds through the work zone and eliminate abrupt changes in direction of travel, both of which could reduce in additional delays to motorists or additional hazards along the roadway. Complete replacement of the existing bridges within project limits would also introduce significant additional maintenance of traffic elements. This would be coordinated during design to identify the proper temporary traffic control elements which are required, including additional temporary pavement, temporary bridge widening, additional temporary shoring or sheeting, and additional temporary barrier placement. Our Team will identify the appropriate 13

20 3.5 Project Risks and required temporary traffic control items during design so that construction is sequenced properly and efficiently, and so that proper traffic control is maintained throughout all phases of construction. Each of the risks identified above only becomes a challenge if it is not identified early during the design process. The proper identification of the critical work elements which impact motorist safety and mobility is critical to eliminating concerns and hazards during construction. Our Team has significant experience working with these exact types of elements not only on interstate projects, but through working as a Team on interstate projects. We are well versed in the development of Transportation Management Plans (TMPs) for Type B and Type C significant projects, as well as the development of site-specific Temporary Traffic Control (TTC) plans per VDOT s IIM-LD (Work Zone Safety and Mobility) process. We are also well versed in the principals and requirements of both the new 2009 MUTCD and the new 2011 Virginia Work Area Protection Manual. The development of the TMP and TTC plans will also be supervised by designers certified in VDOT Advanced Work Zone Traffic Control with significant experience in interstate widening design. We know that the maintenance of sight distance is critical, as substandard sight distance is one of the leading contributors to work zone crashes. Our Team has significant experience with providing designs which maintain full access while ensuring sight distance is not blocked by work zone features such as barriers, equipment, or materials. It is this past experience which will help to avoid concerns and negative impacts during construction of the I-64 Widening and interchange improvements. Throughout the project duration, VDOT s effort will be related to plan review and approval, and to aid in dissemination of information to the public to alert them of new traffic patterns, lane shifts, and temporary lane closures. ADDITIONAL AGENCY INVOLVEMENT The other major agency involvement will come from the Federal Highway Administration since this project involves Federal Funding and Federal Oversight. We anticipate their involvement to be limited to plan review and providing comments at milestone submissions. For each of the risks identified above, we do not expect additional participation beyond the normal Federal Oversight process. 14

21 A t ta c h m e n t s

22 ATTACHMENT Addendum No. 1 Project: , P101, C501, RW201 STATEMENT OF QUALIFICATIONS CHECKLIST AND CONTENTS Offerors shall furnish a copy of this Statement of Qualifications (SOQ) Checklist, with the page references added, with the Statement of Qualifications. Statement of Qualifications Component Form (if any) RFQ Cross reference Included within 15- page limit? SOQ Page Reference Statement of Qualifications Checklist and Contents Attachment Section no i, ii, iii Acknowledgement of RFQ, Revision and/or Addenda Attachment 2.10 (Form C-78-RFQ) Section 2.10 no iv Letter of Submittal (on Offeror s letterhead) Authorized Representative s signature NA Section yes 2 Offeror s point of contact information NA Section yes 1 Principal officer information NA Section yes 1 Offeror s Corporate Structure NA Section yes 1 Identity of Lead Contractor and Lead Designer NA Section yes 1 Affiliated/subsidiary companies Attachment Section no N/A Debarment forms Attachment 3.2.7(a) Attachment 3.2.7(b) Section no N/A Offeror s VDOT prequalification evidence NA Section no N/A Evidence of obtaining bonding NA Section no N/A Full size copies of SCC and DPOR registration NA Section no N/A A DESI GN-BUILD PROJECT I-64 W IDENING AND ROUT E 623 I NTERCHANGE I MPRO VEMENTS GOOCHL AND CO UNTY AND HENRI CO CO UNTY, VI RGINI A i

23 ATTACHMENT Addendum No. 1 Project: , P101, C501, RW201 STATEMENT OF QUALIFICATIONS CHECKLIST AND CONTENTS Statement of Qualifications Component documentation (appendix) Form (if any) RFQ Cross reference Included within 15- page limit? SOQ Page Reference SCC Registration Section no N/A DPOR Registration (Offices) Section no N/A DPOR Registration (Key Personnel) Section no N/A DPOR Registration (Non-APELSCIDLA) Section no N/A DBE statement within Letter of Submittal confirming Offeror is committed to achieving the required DBE goal NA Section yes 2 Offeror s Team Structure Identity of and qualifications of Key Personnel NA Section yes 3-7 Key Personnel Resume DB Project Manager Attachment Section no N/A Key Personnel Resume Quality Assurance Manager Attachment Section no N/A Key Personnel Resume Design Manager Attachment Section no N/A Key Personnel Resume Construction Manager Attachment Section no N/A Key Personnel Resume Lead Structural Engineer Attachment Section no N/A Key Personnel Resume Public Relations Manager Attachment Section no N/A Organizational chart NA Section yes 5 Organizational chart narrative NA Section yes 5 A DESI GN-BUILD PROJECT I-64 W IDENING AND ROUT E 623 I NTERCHANGE I MPRO VEMENTS GOOCHL AND CO UNTY AND HENRI CO CO UNTY, VI RGINI A ii

24 ATTACHMENT Addendum No. 1 Project: , P101, C501, RW201 STATEMENT OF QUALIFICATIONS CHECKLIST AND CONTENTS Statement of Qualifications Component Experience of Offeror s Team Form (if any) RFQ Cross reference Included within 15- page limit? SOQ Page Reference Lead Contractor Work History Form Attachment 3.4.1(a) Section 3.4 no N/A Lead Designer Work History Form Attachment 3.4.1(b) Section 3.4 no N/A Project Risk Identify and discuss three critical risks for the Project NA Section yes 8-14 A DESI GN-BUILD PROJECT I-64 W IDENING AND ROUT E 623 I NTERCHANGE I MPRO VEMENTS GOOCHL AND CO UNTY AND HENRI CO CO UNTY, VI RGINI A iii

25 Form C-78-RFQ ATTACHMENT 2.10 COMMONWEALTH OF VIRGINIA DEPARTMENT OF TRANSPORTATION RFQ NO. PROJECT NO.: C DB , P101, C501, RW201 ACKNOWLEDGEMENT OF RFQ, REVISION AND/OR ADDENDA Acknowledgement shall be made of receipt of the Request for Qualifications (RFQ) and/or any and all revisions and/or addenda pertaining to the above designated project which are issued by the Department prior to the Statement of Qualifications (SOQ) submission date shown herein. Failure to include this acknowledgement in the SOQ may result in the rejection of your SOQ. By signing this Attachment 2.10, the Offeror acknowledges receipt of the RFQ and/or following revisions and/or addenda to the RFQ for the above designated project which were issued under cover letter(s) of the date(s) shown hereon: 1. Cover letter of RFQ 09/25/2012 (Date) 2. Cover letter of Addendum #1-11/01/2012 (Date) 3. Cover letter of (Date) SIGNATURE DATE

26 3.2.6 Affiliated and/or Subsidiary Companies

27 ATTACHMENT State Project No , P101, C501, RW201 Affiliated and Subsidiary Companies of the Offeror Offerors shall complete the table and include the addresses of affiliates or subsidiary companies as applicable. By completing this table, Offerors certify that all affiliated and subsidiary companies of the Offeror are listed. The Offeror does not have any affiliated or subsidiary companies. X Affiliated and/ or subsidiary companies of the Offeror are listed below. Relationship with Offeror (Affiliate or Subsidiary) Full Legal Name Address Affiliate Atkinson Construction 7500 Old Georgetown Road, Bethesda, MD Affiliate Atkinson Contractors, LP 7500 Old Georgetown Road, Bethesda, MD Affiliate Shirley Design/Build, LLC 8435 Backlick Road, Lorton, Virginia Affiliate SCC Infrastructure 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Construction Group, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Enterprises 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Civil Construction, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Concrete Contractors, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Construction International, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Construction, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Design/Build, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Facility Services, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Foundations, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Global Technologies, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark Real Estate Advisors, LLC 7500 Old Georgetown Road, Bethesda, MD 20814

28 ATTACHMENT State Project No , P101, C501, RW201 Affiliated and Subsidiary Companies of the Offeror Relationship with Offeror (Affiliate or Subsidiary) Full Legal Name Address Affiliate Clark Strategic Operations Group, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Clark/Balfour Beatty NCE, A Joint Venture 7500 Old Georgetown Road, Bethesda, MD Affiliate Edgemoor Real Estate Services, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Innovative Infrastructure, LLC 8435 Backlick Road, Lorton, Virginia Affiliate Loudoun County Transportation Networks, LLC 7500 Old Georgetown Road, Bethesda, MD Affiliate Metro Earthworks, 8435 Backlick Road, Lorton, Virginia Affiliate Route 28 Corridor Improvements, LLC 8435 Backlick Road, Lorton, Virginia Affiliate Shirley Pentagon Constructors,, LLC 8435 Backlick Road, Lorton, Virginia Affiliate Shirley/Clark Loudoun Infrastructure, LLC 8435 Backlick Road, Lorton, Virginia Affiliate Charlottesville Bypass Constructors, A Joint Venture 8435 Backlick Road, Lorton, Virginia 22079

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43 SCC & DPOR Licenses & Registrations

44 ATTACHMENT State Project No , P101, C501, RW201 SCC and DPOR Information Offerors shall complete the table and include the required state registration and licensure information. By completing this table, Offerors certify that their team complies with the requirements set forth in Section and that all businesses listed are active and in good standing. Business Name Shirley Contracting Company, LLC Dewberry Consultants, LLC* GeoConcepts Engineering, Inc. EBA Engineering, Inc. Engineering and Testing Services, Inc. Diversified Property Services, Inc. Old Dominion Settlements, Inc. (key Title) SCC & DPOR INFORMATION FOR BUSINESSES (RFP Sections and ) SCC Information ( ) DPOR Information ( ) DPOR SCC Type of SCC DPOR Registered DPOR Registration Registration Corporation Status Address Number Type SCC Number S S Limited Liability Co. Limited Liability Co Corporation F Corporation Corporation F Corporation Corporation Active Active Active Active Active Active 8435 Backlick Road Lorton, VA Arlington Blvd. Fairfax, VA Highland Vista Drive Ste. 170 Ashburn, VA Westwood Office Park Fredericksburg, VA Indian River Road Suite 103, Virginia Beach, Va E. Timonium Road Timonium, Md Active n/a Business Entity-Class A Contractor Business Entity Business Entity Business Entity- Branch Office Business Entity Real Estate Appraiser Business DPOR Expiration Date October 31, December 31, December 31, February 28, December 31, November 30, 2012 *Formerly known as Dewberry & Davis, LLC A DESI GN-BUILD PROJECT I-64 W IDENING AND ROUT E 623 I NTERCHANGE I MPRO VEMENTS GOOCHLAND COUNTY AND HENRI CO CO UNTY, VI RGINI A

45 ATTACHMENT State Project No , P101, C501, RW201 SCC and DPOR Information Business Name Dewberry Consultants, LLC DPOR INFORMATION FOR INDIVIDUALS (RFQ Sections and ) Office Location Individual s Where Professional Individual s DPOR DPOR DPOR Registration Name Services will be Address Type Number Provided (City/State) Steven Kuntz Fairfax, Va Harmony Professional Creek Ct. Haymarket, Engineer Va EBA Engineering, Inc. Kenneth Shirley Fredericksburg, Va Black Run Road Orange, Va Professional Engineer DPOR Expiration Date June 30, August 31, 2014 A DESI GN-BUILD PROJECT I-64 W IDENING AND ROUT E 623 I NTERCHANGE I MPRO VEMENTS GOOCHLAND COUNTY AND HENRI CO CO UNTY, VI RGINI A

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